Brain as machine or a plant?

An interesting analogy came about in a dialogue with a friend, who leads global operations for a technology MNC. We were discussing the best practices on managing people, influencing change & self-growth. Considering what it takes to be authentic, inspire workforce, manage silos, innovate & create, we touched upon various aspects of human psychology & biology. My friend kept referring to the human brain as machinery consisting of various parts pieced together with nuts and bolts, which can be operationalized, enhanced with good knowledge set of toolbox. I disagreed in some ways. By the very nature machine thinking promotes silos-ism. To me, considering brain as machinery implies there are defined start to end processes, pre-set hardwired programs that are influenced by external stimuli for its design & operations. The machinery analogy also suggests, if a part gets damaged, you either remove it or replace it. Unlike machines, human brain grows new cells, forms distinct neuro-circuits, decays, and reshapes its intelligence in mystical ways, throughout lifespan. Factors such as motivation, social environment, lifestyle, culture, linguistics, genetics, and belief systems regulate the biology, personal growth & social behavior in an individual or a group. 30 minutes later into our conversation, I almost screeched out,  ‘You see brain as machinery, I see it as a plant’… J With the comparison of plant vs. machinery analogy, we shared an interesting dialogue on people side of change management, what does it take to manage organizations roots-up, group nature and role of leader as a nurturer, providing suitable environment and surrendering to process of decay and growth. Great learning. I appreciated a healthy dialogue, as it challenged and enhanced my perspective on the subject.  

Thinking holistically, organically, rather Essence-fully one of the most common distinctions in the literature on cognitive style is between analytic and holistic styles. I think further distinction can be drawn towards cognitive style of thinking essence-fully. Thinking is an action of mind to produce thoughts. Thinking essence-fully, is when the mind pays attention to the significance of a thing, a person or a situation and acts accordingly. Thinking essence-fully is a beautiful practice of internal awareness, connected to the roots, regulating internal & external environment in a holistic manner. In today’s information surplus world, our brains are becoming addicted to ‘thinking’. Those neural circuits in our brains are getting wired to stay active & process information all the time, including when the brain rests in sleep state. This ‘thinking-addiction’ prevents brain from being essence-full. This waste of cognitive & emotional processing leaks away the potency, at the very least, and in extreme cases it can lead to serious mental damage. Jonah Lehrer’s recent blog recalls interesting scientific explanation on difficulty exercising will power when the working memory is at overload & how it impacts the executive center of our brain – ‘Self Control & Prefrontal Cortex‘. Connecting this back to my point, thinking essence-fully minimizes the waste and maximizes our “thinking resources”, which further stimulates “self-control” & promotes intelligent responses to the matters of significance. Would be nice to see scienctists conducting fMRI study & show us some data points on the subject.

To a broader context, during the last two decades, scientists have gained a new, far more accurate view of human nature and behavior change because of the integration of psychology (the study of the human mind and human behavior) and neuroscience (the study of the anatomy and physiology of the brain). In my recent pursuit on educating in the field of neuroscience & people side of change making, I am noticing few new trends. Managers who understand the recent breakthroughs in neuroscience can influence change that takes into account the physiological aspects of brain. Learn more on neuroplasticity, mirror neurons in my article Neuroscience Basics for Change Leaders.  Here are few practical tips based on related science research: 

• Repeat Critical Information, 5-7 times at least
• Engage Visually & Emotionally
• Generate Common Motivation
• Reward Socially
• Show Empathy

 

Reinforcing Motivation ~ Intrinsically or Extrinsically?

‘There’s a mismatch between what science know and what business does’

… If you want people to work better, i.e. follow directions, reward them monetarily…. old fashionably exercising left-brain

… If you want people to work better, i.e. be innovative; offer them autonomy, mastery and a sense of purpose…. new ways of exercising right-brain 

We are constantly changing and evolving as individuals and as a global society at large and so are our motivation factors. Back in the 20th century human motivation, especially at a workplace, was mostly promoted using extrinsic factors, rewarding behavior with tangible gifts, such as money. Although extrinsic reward systems have their due place, our society, especially the younger generation, is growing as predominantly intrinsic in nature and hence intrinsic reward systems hold a great value – driven mainly by interest or enjoyment in tasks. I like what Dan Pink’s talk on the surprising science of motivation. Also like his call out for a new operations system built around intrinsic motivation factors such as Autonomy, Mastery and Purpose….

             … If ->then… reward systems, often destroy creativity

  … Secret to high-performance isn’t rewards and punishments

   … but that unseen intrinsic drive to do things that matter

More exiting perspective on Dan Pink’s TED talk

Sharpening the Sixth Sense: 21st Century Human Intelligence

 

Most commonly understood and as Merriam-Webster defines, Sixth Sense is a power of perception like but not one of the five senses: a keen intuitive power. It is a heightened sense of awareness which exists beyond the intellectual mind.

Having insights and being intuitive are intellectual capabilities more naturally available for some people than others. Much of what we do including our creative motivation at work comes from our intuition and superior forms of sensibilities. Biggest discoveries are often made from intuitive insights. Exercising intuitive abilities is becoming more important in today’s fast paced information heavy world, where judgments & complex decisions are to be made in split seconds.

Comparing notes on western neuroscience facts with eastern knowledge on cultivation of the sixth sense
I usually like to keep a balance between respecting the mysteries of human life and shaping my beliefs based on hardcore scientific facts (or lack thereof). However, on this particular subject, I see some strong connection between what the sciences is discovering using fMRIs and my personal experiences from Raja Yoga meditation practice of last decade.

Picture Source: www-personal.umich.edu/~wgehring/research.html
University of Washington neuroscientists point out ‘Sixth Sense’, using fMRI study, in the ACC (Anterior Cingulate Cortex) region of the brain. Known to be an important component of the brain’s executive control system, the ACC is believed to help mediate between cold, hard, fact-based reasoning and emotional responses, such as love, fear or anticipation. Dopamine, a key neurotransmitter in carrying emotional responses throughout our body, seems to play a key role in training the ACC to recognize when to send the early warning signal, suggests this study.

Alternately Matthew Lieberman a social cognitive neuroscientist from UCLA describes intuition, at the social, cognitive and neural levels calling out Basal Ganglia as a central component for both intuition and implicit learning. It’s the place in the brain that emotionally communicates that ‘gut feeling’ as we might say, ‘that feels right’, ‘it suddenly hit me’, ‘something clicked into the right place’ or the solution suddenly became clear’.

I am not 100% certain on the exact location where sixth sense resides within human brain. I strongly see some co-relations comparing to the above facts with the practice of Raja Yoga.

When asked my Raja Yoga teacher (Raja Yoga is translated as the path of meditation and control of the mind and all its thought-waves), she described Sixth Sense as a superior sense that allows eyes to see to the back of things, ears to hear the heart of things, lips to speak the essence of things. It is a result of a long journey inwards to the core of being and the ability to rest there and watch. The sixth sense is often regarded as mastery of the five senses. Techniques used by Raja Yoga meditation encourages open-eye meditation focusing on the center of the forehead behind the eyes. It’s known to be a practice connecting with our deeper intrinsic processing, based on which we can activate the ‘observer mind’, altering our thought waves and mental-emotional state consciously. Once we connect with this deeper sensibility, the quality of life and relationships improve dramatically as precision accompanies in every thought, decision, action & emotional expression of one’s life. With such regular practice over years, at a very minimum, intuition and precision becomes natural mental abilities.

Furthermore, connecting this topic to current management strategies or principles, ‘Intuitive Leadership’ is increasingly becoming a common term used as an aspiring essential skill to have that provides key competitive advantage. Here’s a real good read on this topic from Center of Creative Leadership.

Art Is…

Manifesting A Great Idea into Corporeality

   

Picked up this line while listening to NPR where a symphony orchestra composer shared his plans being mindful of the challenges working with a new team within a new environment.

Forming vision, developing strategies, implementing projects and delivering tangible results, using multiple human aptitudes, is truly an art of management. It requires various cognitive abilities, especially logical and intuitive brain at use all at once. This reminds me of David Rock’s book, Your Brain at Work. A good weekend read for office manager.

What makes a hero?

An engaging 9 minutes video from Phillip Zimbaro on Heroism. He starts by covering neuroscience perspective, but no real answers….

Source: The sceince of Meaningful Life, UCLA, Berkeley

One line that caught my attention the most, from Leadership Development perspective, was ‘ a hero organizes and forms networks’. Cozolino’s study on social neuroscience, mirror neurons and neurosynapsis explains the biological insights on such social behavior. My previous blog Neuroscience for Change Leaders correlates Cozolino’s research with leadership & management.

I think all human beings have the Hero genes. It’s a matter activation, which can only happen through external circumstances. Once it comes into play, regardless of the age, it only grows. Those individuals, who have for once performed a heroic act, often continue to think/feel/act out from the same mindset (forming stronger neural circuitry), be it a world leader, politician, business manager, entrepreneur, art performer, mother or an adolescent.

This brings me back to a famous unanswered question - Can great leaders be trained to perform acts of heroism or are they naturally born to be so? For now, I am more inclined to believe that great leaders are not born as leaders, they are trained to become so, through the experiences of their own life.

Mind it, Mirror it… O, Leader

Exploring frontiers of Mirror Neurons and Mindful Mirroring in relation to human biology and its influence on personal and work life.

Mirror Neuron. Continuing from my blog-article from last September, Mirror Neurons influence social behavior. These cells fire both when we act and when we simply observe the same behavior in others. They generate similar emotions that enforce connection between sender and receiver enhancing emotional resonance, empathic attunement, and mutual understanding. In his book, Neuroscience and Human Relationships, Louis Cozolino, Ph.D., explains that the mirror neurons lie at the crossroads of processing of inner and outer experience, where multiple networks of visual, motor, and emotional processing converge. These cells bridge information, action influencing group behavior.

Mindfulness Mirroring. Through several years of mindful living and following principles of Raj Yoga & Kundalini Yoga, I’ve learnt that being Mindful generates mental clarity & power to influence our environment through powerful attitude. Our value-driven conduct may inspire others to consider whether their own lives are reflective of their values. Dr. Dan Siegel, neuroscientist from UCLA shares more in his book The Mindful Brain.

Relating to people side of change management. There is a connection. Harvard Business Review posts a related blog on A call for Mindful Leadership where Dr. Ellen Langer shares 30 years of research and findings that increasing mindfulness increases charisma, productivity and helps influence the environment including people.

2 beautiful quotes from Dee Hock

If you look to lead, invest at least 40% of your time managing yourself – your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.

The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out.

Dee Hock, founder & former CEO of VISA

Contemporary Business Strategy learning from Ancient Indian Wisdom

While in India last month, I visited my yoga teacher’s home where I saw the symbol of Swastika on the entrance wall. I asked her to explain its significance. She explained that this sacred symbol signifies the cycle of universal change. Through civilizations, the interpretation of this symbol has changed. In essence the symbol signifies Good Luck, Harmony and Wholeness of Being. Our conversation further dwelled into the Seven Chakra System and the significance of light and its seven shades of colors – wow! a lot I learnt in the two hours chat with her. Wish I had an audio recorder to capture those precious words of wisdom.

The way I interpret the meaning of Swastika, is that, it represents continuum in every aspect of universal change. Its cyclical, not linear. For example, the four seasons: Spring starts with creation of the new. Summer is vivid, refreshing and brings joyfulness. Fall season reveals itself slowly and naturally where we feel obliged to slow down and take the stock of our lives and let go of the unwanted. During the winter season, nights are long, humans and animals pass the time in peaceful reflections. 

Thinking further and co-relating to the business strategy and change management perspective … 

Create the New: Just like spring season, this is the high energy phase of creation and growth where leaders & workforce come together to implement the new ideas into action generating value for the stakeholders, shareholders and community at large.

Recognize, Share & Preserve Success: Just like summer season, this is the phase of enthusiasm, joy and optimism recognizing the creation and celebrating success. Leaders and workforce collectively acknowledge each other’s performance through formal and informal reward systems. They also work towards forming solutions for the sustainable ecosystem.

Discern and Let-go of Past Failures: Just like the fall season, this phase naturally brings slowness, as tone and tempo of business changes. The appearance of this phase can be deceiving as it may appear like the endings rather than the transitions. The time to take an inventory of what’s working and scale down what’s not working.

Dream and Visualize for the New: Just like the winter season, if the leaders surrender to what this phase intends to be, that is, to slow down the pace and allow the innovators to incubate on new ideas, foster connections and develop feasible business plans. This phase is the preparation of the next new cycle of growth, optimization and sustenance. 

Journey is the reward. Enjoy the process of changing.

Have A Happy, Healthy and Prosperous New Year 2011. 

Choosing and Decision-Making

Change Begins with Choice.

I recently attended Sheena Iyangar’s talk at NeuroLeadership Summit on Rethinking Leadership in Boston. Sheena is a professor at Columbia Business School and a research director at the Jerome A. Chazen Institute of Business.

Next day, I couldn’t resist buying her book The Art of Choosing as I was curious to learn more about her thoughts on the subject. Her book has made the list of finalists for the Financial Times Business Book for the year 2010. On my flight back to Seattle, I reflected on her talk and the book in relation to being human, mass communication, choosing and decision making.

Following points from her book provide a useful perspective on how we choose and decide in our personal lives and professional careers.

Emotional Memory. We tend to have better memory for things that excite our senses or appeal to our emotions than for straight facts and dry stats. Often times we hold stronger memory for things that have disappointed us in the past. In such cases we may have a bias opinion and choose poorly.

Visual Presentation. The way we frame information for ourselves or for others can make a big difference in how we see and respond to choice. Every time we encounter new information or reexamine old information, we are influenced by its presentation.

Pattern Making. Our minds automatically seek order and our tendency to establish relationships between different pieces of information play an important role in decision making. Drawing connection is vital to our reasoning ability but when we start to see patterns that don’t exist we may end up choosing poorly.

Belief System/. We embrace information that supports what we already prefer or vindicate choices we previously made. After all it feels better to justify our opinion rather than challenge them.

Informed Intuition. By combining our automatic system with reflective system, we can make snap judgments that are highly accurate. Our automatic system reacts to information and situation at hand, while our reflective system refers back to the related memories stored in our brains for analysis and reasoning.

Conscious Business … what’s that?

Last weekend I joined an informational webcast with the intention glancing through the content and I ended up spending almost two hours listening to a dialogue between John Mackey, CEO of Whole Foods and Rob Smith, CEO of Integral Life on an unusual topic of Business and Love.

The interesting dialogue among these visionaries, leaders & trend makers was about the changing trends of the 21st century businesses.

Conscious Business – What’s that?

Getting in touch with the businesses’ higher purpose. 

…. and, what can that be?
It is the notion of tapping into a business’ uniqueness. It is about offering something in a contagiously positive way to itself, stakeholders (customers, partners, suppliers,  business/functional groups, individual employees etc) and society at large. Just like an individual works to explore its higher purpose, it’s a constant unfolding and constant deepening journey for an organization to explore and unfold its optimal purpose for existence within the society.

….the dialogue between John and Rob revealed a few practical ways leaders can grow goodness & purpose-driven business practice. 

1. Explore & revisit the purpose for your business, venture or project that is a bit more than just making shareholders money and beyond the classically understood bottom line. Most businesses lose their sense of purpose getting busy in the race of creating economic value. Creating economic value is a basic necessity, a good one, though growing number of successful organizations in today’s market are winning with a viral effect of ‘doing good’ due to being in touch with its purpose.
2. Understand and adopt the stakeholder philosophy by considering customer, suppliers, partners & workers all part of the beneficiary ecosystem and by understanding their interdependencies. 
3. Be a conscious leader and demonstrate authentic leadership. Understand the relationships and manage the business in order to optimize stakeholder & social values.  Setup strategies, processes and structures to reinforce the purpose and stakeholder philosophy.  
4. Create a culture that reflects its higher purpose. Purpose energizes people. Organizations that are activated by a purpose, their energy becomes infectious – which is the essential element for 21st century organizations.

For Profit Sector Learning from Not-for-Profit Organizations

John Mackey further shared his views on how profit-generating businesses can learn much from the not-for-profit organizations. General assumption is that NFP are more in touch with its purpose than for profit organizations. For example, doctors working non-for-profit purely work towards healing sick people, similarly, educators are inspired to educate people. It seems simple, the purpose seems noble. It’s unfortunate, culturally we don’t see profit generating businesses in the same way. Businesses in general are a collection of individuals, in pursuit for a purpose. And in most cases, it is possible to find and maintain the higher purpose for the existence of any business, organization, factory, institute or a solo project, no matter what the business is about.

Few Good Examples
Container Store and Whole Foods aim for conscious capitalism
Aug 2010 , Dallas News http://www.dallasnews.com/sharedcontent/dws/bus/stories/080810dnbusconsciouscapitalism.2e04c6a.html

Google | Zappos |Samovar Lounge: On the frontiers of conscious movement & sustainability, Jul 2010, Conscious Sustainability Blog http://www.conscioussustainability.com/2010/07/124/

Microsoft uses the term ‘conscious businesses’ identifying its needs and offering a software product for environment sustainability http://www.microsoft.com/environment/business_solutions/articles/dynamics_ax.aspx